Leadership itself must live the philosophy behind defect culture with full conviction!

change

Willingness to think about your own leadership

If there is a willingness to rethink one's own understanding of leadership and conflict, the Guide become aware of what it can actually contribute to the success of a new error culture.

The required model function can only be fulfilled if the executive is convinced inwardly of the aims and advantages of a constructive error culture. To do this, you need to query some learned values.

Detect the status quo

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Result of this phase is the statement, how the current error culture in the Companys is handled. Most participants at this point in the process are already aware of how much room for improvement there is in this area.

This awareness is the first step to change. Just who the current vulnerabilities and benefits of changing course clear in Eyes will internalize the new values.

Clear text in the team

Were the causes researched and the appropriate ones Measures set, it is required in Team To speak plainly and not to gloss over anything. A lack of personal sanctions does not mean an invitation to make mistakes.

Everyone in the team needs to be aware of the implications of mistakes and the importance of action taken. Each affected person must do his part to a gradual improvement process.

Communicate consequences

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If the mistake is repeated because the measures adopted have not been implemented, the consequences must all be communicated unequivocally.

In our experience, the rules of the game must be updated continuously and in the awareness of the Employees to anchor again and again.

gain trust

This communication process must be carried out in addition to all other measures. If necessary in the event of a fault, a professional is available Communication to the outside world in order to regain any trust that may have been lost.

Were all measures successfully implemented and the guidelines for the Future set, it is important to ensure that an error is really "checked off" by all those involved.

Creating a positive culture of error

Now how can one positive “Create” an error culture and integrate it into everyday business? First, it is crucial everyone Executives to integrate. The first phase of the introduction must take place top-down.

Only when all managers are convinced of the meaningfulness of a conscious fault culture, the project has a success.

Understand the values

Company managers need to be behind the Concept stand and have internalized the values. This is the only way they can exemplify these values ​​and convey them to the rest of the employees in a credible manner.

Externally moderated events in which all executives are involved have proved their worth. First of all, the principles of the error culture and the integration into the overall corporate concept are explained in such workshops.

12 tips for the success of a new error culture

In the first place it requires a rethink in the evaluation of misconduct by employees, which should be expressed through the communication:

  1. Errors do not relate to the person and thus to their self-esteem, but to their actions.
  2. Errors provide important information for a further development of the company.
  3. Mistakes mean change and a higher level of effort - energy that is otherwise wasted on “covering up”.
  4. A false, reckless reaction to an error can lead to lengthy construction work.
  5. Clear excuses for emotional reactions are required.
  6. The inadequacy of employees is to be accepted as a fact, the positive must be encouraged, in order to push the negative back.
  7. The initial action should always be positive or neutral - the focus is on a clear separation between emotion and thing.
  8. The first question must always be: “How long have you known about the mistake?” The question of a specific point in time directs the conversation from the emotion to the situation and makes it clear that the rapid reporting of errors is the focus.
  9. The management level must give the employees a certain amount of time to get used to the new rules of the game.
  10. It has to do some convincing work: what is the benefit of each individual employee from a new fault culture?
  11. Improvement proposals must be evaluated by the leadership independently of the person and their position in the company.
  12. Valuable communication is the basic condition - even if the improvement proposal can not be implemented.


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